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Project Management
Unit level To understand the process of identifying appropriate and feasible projects, and to be able to initiate and start a project. To be able to manage, monitor and control a project, including assessing, managing and controlling project risks and issues, project and team management and change management. To be able to evaluate the success or failure of a project. 6
Unit code
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J/503/5111 Credit value 15 Unit grading structure Pass Assessment guidance To achieve this unit, learners must achieve the learning outcomes and meet the standards specified by the assessment criteria for the unit. Additional assessment guidance is provided on the ATHE sample assignment brief. Where centres choose to create their own assignment this must be sent to ATHE for approval in accordance with our standard practice.
Learning outcomes The learner will: Learners should plan and manage a real business project where possible. Where they do not have access to an appropriate business environment, they may use a project in an alternative environment, for example a building project on their home or a voluntary project with a local community group. Learners may also use a relevant case study. Learners may require guidance on selecting a project which can be carried out within the timetabled time available for completing the unit. Assessment criteria The learner can:
Identify projects required from an appraisal of established business objectives
Produce project sub-divisions and high-level estimates of time, resources and costs
Evaluate a project methodology suitable for the specific project
Assess the feasibility of a proposed project
Devise a structure for the management and administration of the project Define the roles and responsibilities of the project manager Prepare a detailed project plan 3. Be able to organise and manage a project Assess alternative project team structures Demonstrate the interpersonal skills required for effective project management Design quality management processes to be used in a project Design procedures for managing project change proposals
Identify issues and risks that may impede a project
Design systems for monitoring and appraising the status of a project
Design control systems to detect and manage issues arising in the course of projects
Identify issues and risks likely to be encountered in the final stages of a project.
Assess the necessary project tasks to be completed in the final stages of a project
Indicative Content
Project initiation Analysing business needs, reviewing operations and procedures, alternative project costbenefit analyses, project sub-division: work breakdown, identifying time scales, identifying resources, project budgeting, reporting and accountability
Outline project methodology Review of project and decide between appropriate models for project management e.g. traditional approach, PRINCE2, critical change approach or event change approach
Feasibility Risk Management - identifying risk, impact analysis, risk management/planning, review costbenefit and risk equation for projects. Consider other issues impacting on project e.g. issues of globalisation (advantages and disadvantages of cross-country/culture projects)
Evaluate project management framework Traditional approach, critical change approach, event change approach or proprietary/ formalised approaches e.g. PRINCE
Managing conflicts Role of Project Manager: managing team and stakeholders, setting schedule, budget and timing, developing the project plan, managing project risks, interfaces with otherprojects
Project plan Value proposition, sponsorship, accountability, deliverables, responsibilities, resource allocations, timeline, milestones, critical path
3. Be able to organise and manage a project
Team structures Hierarchical, virtual, networked, functional team, pure project teams, matrix management. Change control: formal change requests, review of critical path, impact on resources and timelines
Quality Status and plan documentation and regular monitoring meetings, defining responsibilities and accountability, communications, traceability and audit trails, formalized frameworks and stages
Interpersonal skills Leadership, e.g. motivating others, delegation, and decision-making. Networking, e.g. network building, and communication skills, teamwork, e.g. collaboration, mentoring
Issues and risks Project creep, gaps in the scope or accountability of the project, changing dependencies (other projects, business conditions etc.), delays, planning errors, skills or other resource deficits
Project monitoring
Project conflict resolution Role of Project Manager and Sponsor, constructive vs. destructive conflicts, compromise, skill complementarities, goal congruence
Project closeout risks Lack of ownership, communication failures, ‘meaningless’ plan without buy-in, no accountability, lack of employee empowerment
Project closeout Formal evaluation of project and team performance, document learning points for future, assess success factors, post-implementation report, sign off on deliverables, hand over/archive documentation, contract closures, closing out financial accounts, reassignteam
